Category: Culture

Free LAX Shuttle to In-N-Out Burgers

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Neil Woodburn:

Stuck at LAX for a few hours on a layover and hankering for one of the best burgers in all of California? Well, you’re in luck.
There’s an In-N-Out Burger just around the corner from the airport, and Gadling knows a little trick to get you there for free.
An In-N-Out is located on nearby Sepulveda Boulevard right next to the Parking Spot–a parking structure that conveniently provides free shuttle service. All you have to do is wait under the red “Hotel and Courtesy Shuttle” sign outside of any airport terminal, and when the yellow and black polka-dotted Parking Spot shuttle swings by, jump on board. It will take you literally next door to In-N-Out. Follow your nose through the back door, across the parking lot, and right inside where you need to order a double-double and fries to enjoy the best layover of your life.
There are a few things to be very careful about, however.

In-n-out is, in some ways, the Culvers of California.

Credit Squeeze: The Press Meets the Wrench

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Suddent Debt:

The NY Times today has an excellent article that starts: Ben Bernanke, meet Gary Crittenden. While you’re easing credit, he is tightening it.” In two brief sentences the writer (Floyd Norris) speaks volumes: Gary Crittenden is Citigroup’s CFO, who just told analysts the largest bank in the US is reducing consumer lending and raising interest rates. Asked whether credit card lending was an area where Citi might want to “pull back or increase pricing,” he responded, “All of the above.” Mortgage lending is also being cut.
That’s what a credit crunch looks like, in the ground: lenders working to repair damaged balance sheets end up throwing monkey wrenches into the Fed’s “printing press”. And that’s also how economies slide to the bottom of a liquidity trap, staring in frustration at a useless ZIRP .

The Dealer Made Me Do It

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Steve Finlay:

First off, I’m not excusing auto dealers. Or lenders.
They have a moral and business responsibility to try to stop their customers from doing something stupid, such as buying a vehicle with a sticker price that will stick them with an oppressive debt.
But customers have responsibilities, too. It is their purchase, their money and their car payments. It is up to them, more than anyone else, to know their financial limitations and not cross them.
Yet, so many consumers today buy too much vehicle. Then, when the financial squeeze becomes eye-popping, they look for someone to blame. The dealership and lender make nice targets. Seldom do the debt-ridden blame themselves.
I pondered that while reading a Los Angeles Times article headlined, “New Cars That Are Fully Loaded – With Debt.”
The story tells how some Americans of average means roll over an existing loan on an expensive vehicle in order to get another expensive vehicle. They end up with two loans in one, when they couldn’t afford one.

From the LA Times article:

Americans haven’t just been taking out risky mortgages for homes in the last few years; they’ve also been signing larger automobile loans for significantly longer terms than they used to.
As a result, people are slipping into a perpetual cycle of automobile debt that experts think could lead to a new credit crunch extending from dealerships to driveways and all the way to Wall Street.

GPS Liability?

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Adena Schutzberg:

In early January accident, a California computer technician turned his rental car onto some train tracks in New York per the directions of his sat nav system. The car became stuck and he had to abandon it before an oncoming train hit it. There were no injuries, but there were significant delays in travel. “The rental car driver was issued a summons and is being held liable for the damage to the train and track.”
That leads a real live lawyer, Eric J. Sinrod, writing at c|net to examine the potential of a driver to point to the GPS manufacturer as being at fault. The article points out:

On Sears & Lands End: Retailer’s Profit Warning Signals a Persistent Slide

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Gary McWilliams:

Sears Holdings Corp., the storied retailer that helped civilize the American frontier with its catalog sales and later defined the modern department store, is searching for a new compass.
The retailer yesterday warned results for its fiscal fourth quarter and year would fall well below its expectations, continuing a sharp slide in sales and profit. Even during the best two months of the year, sales at stores open at least a year fell 3.5% compared with a year ago, the company said. Shares tumbled 5% to a more than two-year low, down $4.79 to $91.38 on the Nasdaq. The stock is off 49% in the past year.
But its record in acquisitions has been dismal. In 2002, it paid $3 billion for mail-order firm Lands’ End, a business that has declined since the deal.

Lands End is based in nearby Dodgeville. The post Sears acquisition of Lands End is a story waiting to be told.

The Airport Security Follies

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Patrick Smith:

Six years after the terrorist attacks of 2001, airport security remains a theater of the absurd. The changes put in place following the September 11th catastrophe have been drastic, and largely of two kinds: those practical and effective, and those irrational, wasteful and pointless.
The first variety have taken place almost entirely behind the scenes. Explosives scanning for checked luggage, for instance, was long overdue and is perhaps the most welcome addition. Unfortunately, at concourse checkpoints all across America, the madness of passenger screening continues in plain view. It began with pat-downs and the senseless confiscation of pointy objects. Then came the mandatory shoe removal, followed in the summer of 2006 by the prohibition of liquids and gels. We can only imagine what is next.
To understand what makes these measures so absurd, we first need to revisit the morning of September 11th, and grasp exactly what it was the 19 hijackers so easily took advantage of. Conventional wisdom says the terrorists exploited a weakness in airport security by smuggling aboard box-cutters. What they actually exploited was a weakness in our mindset — a set of presumptions based on the decades-long track record of hijackings.
In years past, a takeover meant hostage negotiations and standoffs; crews were trained in the concept of “passive resistance.” All of that changed forever the instant American Airlines Flight 11 collided with the north tower. What weapons the 19 men possessed mattered little; the success of their plan relied fundamentally on the element of surprise. And in this respect, their scheme was all but guaranteed not to fail.

Can Burt’s Bees Turn Clorox Green?

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Louise Story:

IN the summer of 1984, Burt Shavitz, a beekeeper in Maine, picked up Roxanne Quimby, a 33-year-old single mother down on her luck, as she hitchhiked to the post office in Dexter, Me. More than a dozen years Ms. Quimby’s senior, the guy locals called “the bee-man” sold honey in pickle jars from the back of his pickup truck. To Ms. Quimby, he seemed to be living an idyllic life in the wilderness (including making his home inside a small turkey coop).
She offered to help Mr. Shavitz tend to his beehives. The two became lovers and eventually birthed Burt’s Bees, a niche company famous for beeswax lip balm, lotions, soaps and shampoos, as well as for its homespun packaging and feel-good, eco-friendly marketing. The bearded man whose image is used to peddle the products is modeled after Mr. Shavitz.
Today, the couple’s quirky enterprise is owned by the Clorox Company, a consumer products giant best known for making bleach, which bought it for $913 million in November. Clorox plans to turn Burt’s Bees into a mainstream American brand sold in big-box stores like Wal-Mart. Along the way, Clorox executives say, they plan to learn from unusual business practices at Burt’s Bees — many centered on environmental sustainability. Clorox, the company promises, is going green.

A classic American story.

What I learned about network television at Dateline NBC.

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John Hockenberry:

The most memorable reporting I’ve encountered on the conflict in Iraq was delivered in the form of confetti exploding out of a cardboard tube. I had just begun working at the MIT Media Lab in March 2006 when Alyssa Wright, a lab student, got me to participate in a project called “Cherry Blossoms.” I strapped on a backpack with a pair of vertical tubes sticking out of the top; they were connected to a detonation device linked to a Global Positioning System receiver. A microprocessor in the backpack contained a program that mapped the coördinates of the city of Baghdad onto those for the city of Cambridge; it also held a database of the locations of all the civilian deaths of 2005. If I went into a part of Cambridge that corresponded to a place in Iraq where civilians had died in a bombing, the detonator was triggered.
When the backpack exploded on a clear, crisp afternoon at the Media Lab, handfuls of confetti shot out of the cardboard tubes into the air, then fell slowly to earth. On each streamer of paper was written the name of an Iraqi civilian casualty. I had reported on the war (although not from Baghdad) since 2003 and was aware of persistent controversy over the numbers of Iraqi civilian dead as reported by the U.S. government and by other sources. But it wasn’t until the moment of this fake explosion that the scale and horrible suddenness of the slaughter in Baghdad became vivid and tangible to me. Alyssa described her project as an upgrade to traditional journalism. “The upgrade is empathy,” she said, with the severe humility that comes when you suspect you are on to something but are still uncertain you aren’t being ridiculous in some way.

Innovative Minds Don’t Think Alike

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Janet Rae-Dupree:

IT’S a pickle of a paradox: As our knowledge and expertise increase, our creativity and ability to innovate tend to taper off. Why? Because the walls of the proverbial box in which we think are thickening along with our experience.
Andrew S. Grove, the co-founder of Intel, put it well in 2005 when he told an interviewer from Fortune, “When everybody knows that something is so, it means that nobody knows nothin’.” In other words, it becomes nearly impossible to look beyond what you know and think outside the box you’ve built around yourself.
This so-called curse of knowledge, a phrase used in a 1989 paper in The Journal of Political Economy, means that once you’ve become an expert in a particular subject, it’s hard to imagine not knowing what you do. Your conversations with others in the field are peppered with catch phrases and jargon that are foreign to the uninitiated. When it’s time to accomplish a task — open a store, build a house, buy new cash registers, sell insurance — those in the know get it done the way it has always been done, stifling innovation as they barrel along the well-worn path.
Elizabeth Newton, a psychologist, conducted an experiment on the curse of knowledge while working on her doctorate at Stanford in 1990. She gave one set of people, called “tappers,” a list of commonly known songs from which to choose. Their task was to rap their knuckles on a tabletop to the rhythm of the chosen tune as they thought about it in their heads. A second set of people, called “listeners,” were asked to name the songs.
Before the experiment began, the tappers were asked how often they believed that the listeners would name the songs correctly. On average, tappers expected listeners to get it right about half the time. In the end, however, listeners guessed only 3 of 120 songs tapped out, or 2.5 percent.

Why aren’t We all Good Samaratins?

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TED Talks:

Daniel Goleman, author of Emotional Intelligence, asks why we aren’t more compassionate more of the time. Through psychological experiments and a story of the Santa Cruz Strangler, he shows how we are all born with the capacity for empathy — but we sometimes choose to ignore it. (Recorded March 2007 in Monterey, California. Duration: 13:13.)